As we progress in our careers, we are exposed to many different management styles. Many managers conduct business by directing employees, by providing long-term vision for employees, by creating harmony among employees, by building consensus, by accomplishing tasks effectively, and by focusing on long-term development of employees. These managers are also leaders. In other cases, the people managing us may not be the best leaders.

Some managers use their title as a source of power, taking advantage of the position they hold. Instead of acting as an example for their team, they point fingers and expect employees to abide by their direction…whether or not they abide by it themselves.

It seems like common sense – that all mangers would be good leaders – but that’s not the case. Not all managers are leaders and not all leaders are managers. Below are examples of how true leaders handle certain situations, and how managers who do not possess leadership qualities react.

Leading by Example

Leaders: When leaders implement a project, they “take the lead” by showing the rest of the team how the project should be done. They provide training, helpful advice and are always willing to answer questions. Most importantly, leaders are involved every part of the way. They don’t leave the dirty work for their team or use their authority to get them out of specific tasks.

Managers: Some managers may not lead by example. They may manage with the mindset that they’ve done their fair share of dirty work. Now that they hold the title, they can assign team members the tedious day-to-day tasks. Managers may not be involved every step of the way; they assign projects and don’t evaluate them until completion.

Asking for Feedback

Leaders: Leaders are focused on the betterment of communication, processes and efficiencies across their team. They strive to “find a better way” in all instances, asking teammates for their own thoughts and opinions.

Managers: Many managers hold the mindset that they know best, that there’s a reason why the team is conducting business as it is, and that the processes in place will stay in place…even if they aren’t working.

Implementing Feedback

Leaders: When leaders ask for feedback, oftentimes they ask with the intention of implementing. If there is a more efficient way to carry out a task, leaders work with their team throughout execution and evaluation. They compare the changes they’ve made with past processes and analyze how it’s benefiting the team. Leaders put their ideas on the back burner when others have an idea that makes more sense for their team.

Managers: Not all managers implement the feedback they are given, even if it’s asked for. They ask for feedback because they know they should, but they never have the intention of using it for the betterment of the team. If an idea originates from someone other than themselves, they are hesitant to implement it.

Adjusting to Team Needs

Leaders: Leaders not only take the feedback and implement it, but they continue adjusting to the needs of their team. Changes are dynamic when leaders hold a management position because they understand that what worked before may not be working now. They adapt to different situations, always keeping their team in mind.

Managers: Some managers manage with a more selfish mentality. Instead of adjusting to the needs of their team, many managers force their team to adjust to their own needs. They may not respect employee workloads, setting unrealistic deadlines due to their own workload.

Self-Awareness

Leaders: When asking for feedback and advice, leaders don’t take the criticism in a personal manner. They understand the purpose of it and that is to work toward more efficient communication and processes. They have a conscious knowledge of their character and their motives.

Managers: Managers who don’t possess leadership qualities may not be fully self-aware. They might believe they are open-minded when they are not. They might set their ideas on a pedestal even if they don’t have proper application. These types of managers act without understanding their motives or who it influences other than themselves.

Leaders are involved, they are open-minded, and they have a larger goal in mind. While some managers may be strong leaders, many simply “direct.” If you are in a management position, try your best to lead your team. Instead of picturing them as “your employees,” think of it more like you work for them. You are working to provide the best possible direction and to help your team grow in their current positions. Make sure you’re adapting to what your team needs, asking for feedback and taking it into account when it’s offered.